week 6 - performance appraisal and demographic diversity Flashcards
Define - Performance management & it’s 5 parts
Ensure employees activities and outputs are congruent with the organisation’s goals. 5 parts
Define - standards, needs analysis
Facilitiate - resources, training
Encourage - rewards & culture
Measure - perf appraisal
Feedback - feedback sessions
Define Performance appraisal
Assessing progress towards desired goals or other performance standards.
Identify the major determinants of individual performance.
Org strategy
Attributes - Behaviour - Results
Situational constraints
What are the 3 general purposes for performance management
Strategic - a performance management system should link employee activities with the organisation’s goals.
Development - to develop employees who are effective at their jobs identify to deficient performance and reasons for it.
Administrative – performance management (particularly appraisals) used as a basis for various administrative functions of the employee / employer relationship.
List the 5 performance management criteria for effective performance management.
Strategic congruence - the extent to which the performance management system elicits job performance that is congruent with the organisation’s strategy, goals and culture.
Validity (content validity) - the extent to which the performance measures assess all the relevant aspects of performance.
Reliability -the degree to which a performance measure is free from random error.
Acceptability - refers to whether the people who use the performance measure accept it.
Procedural fairness
Interpersonal fairness
Outcome fairness
Specificity - specific guidance to employees about what is expected of them and how they can meet these expectations.
Approaches to measurement(CABRQ)
Comparative approaches – rank on individual’s worth.
Attribute approach - rank on attributes desirable for the company’s success.
Behavioural approach - rank on extent e’ee exhitibts behaviours essential to the job Results approach – ranks on the extent that ojbectives were met
Quality approach – provides improvment direction on areas of personal & work process improvement using subjective (mgers, customers, peers) & objective (statistical) means.
List the sources of performance measure
- Managers
- Peers
- Subordinates
- Self
- Customers
Human info processing often leads to simplifications. List the types of errors in the appraisal process.(SCH)
- Similar to me
- Contrast
- Halo and horn errors
Appraisal politics refers to purposful distortion of a rating to achieve personal / company goals and are caused by systemic & cultural factors. List ways to minimse error & politics.
Ensure procedural, interpersonal, outcome fairness
Train raters
Mment support
Fair criteria
Consistency
Openness
In Australia there are six legal issues associated with the conduct and use of performance appraisal information. They involve:
Correct documentation for legal protection
Condoning of poor performance through inaction Employer’s duty to the poor performer
Adequate warning before dismissal
Equal employment opportunity (EEO)
Termination
What characteristics of a performance appraisal system satisfy legal requirements. (TOPDEC)
Transparency
Objective criteria
Past results into account
Directions to improve
Explanations made clear
Clear consequences
What are the characteristics of effective performance feedback. What strategies for what group?
Frequent feedback
Self-ratings
Participation in sessions
Focus on solutions, behaviour, results
Minimise criticism
Set goals and dates for review
Manage marginal performers
Discuss how performance management should allow for demographic diversity.
(PABSM)
Congruence - policy
Reliability - awareness,
Validity - benefits
Specificity - sensativity
Acceptance - minority representation
